Mutuality in leader–subordinate empowerment expectation: Its impact on role ambiguity and intrinsic motivation ☆

By S. I. W. Humborstad, B. Kuvaas. 2013

98 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5946ef5ca6648d730a6ec7e65a9f06b4a8fd89ea

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Hyung-Min Choi
2. P. Hao
3. Wei He
4. Heerae Kang
5. Yuan Li
6. Woo Gon Kim
7. Lirong Long
8. Sut I. Wong

In Social Psychology

1. P. Hao
2. Wei He
3. Heerae Kang
4. Woo Gon Kim
5. Lirong Long
6. Sut I. Wong
7. S. Giessner

Citations in the corpus

• How to fuel employees’ prosocial behavior in the hotel service encounter (2020, background): “However, those studies employed both constructs as the antecedents for the outcome variables, such as OCB, job performance (Chiang and Hsieh, 2012), or employee commitment (Jaiswal and Dhar, 2016) but did not investigate the linkage between them.”
• Why and When Empowering Leadership Has Different Effects on Employee Work Performance: The Pivotal Roles of Passion for Work and Role Breadth Self-Efficacy (2018, background): “…associated with empowering leadership, such as high expectations or performance requirements (Mageau et al., 2009), and high role stresses (Humborstad & Kuvaas, 2013), could lead to employees having negative emotions (e.g., strains, burnout; Mageau, Vallerand, Rousseau, Ratelle, &…”
• The Thin Line Between Empowering and Laissez-Faire Leadership: An Expectancy-Match Perspective (2018, methodology): “They were originally written in English but have been translated to Norwegian in previous research in which they were proven to show appropriate psychometric properties and validity (cf. Buch et al., 2014; Humborstad et al., 2014; Humborstad & Kuvaas, 2013).”